Kellogg MBA

N O R T H W E S T E R N U N I V E R S I T Y

A C O N C E P T B O O K

Kelloggispeople“wholightuptheroom.”

“PeoplesayKelloggalumniare‘nice’asifit’sabadthing—what’swrongwithnice?”

“Kelloggisallaboutthepeople.”

“Avisionforw

hatK

elloggcanbuild.”

“Kelloggachieves

pridewithout

arrogance.”

“Kelloggisahappyplace.”

“YoucanstartthingsatKellogg—manyoftheexistinginitiativescamefromsomeoneasking‘Whatif?’”

“Kellogggraduatesstandapartasactingforthegreatergood—puttingtheirteamsbeforethemselves.”

“Kellogggraduatesstandapartasactingforthegreatergood—puttingtheirteamsbeforethemselves.”

“ThisisaveryDo-it-yourselfculture—ifyouhaveagreatidea,youcanrunwithit.”

Kelloggis“afriendlyplacewhereyouwanttomakeadifference—youwantstudentstosucceedandachieve.”

A C O N C E P T B O O K

“All journeys have secret destinations ofwhich the traveller is unaware.”

—MartinBuber

Welcome!ThankyouforjoiningtheconversationaboutKellogg’s

futurehome—ournewglobalhub—inEvanston.Thethemeof

thisconceptbookis“envision/embody.”Itisintendedtoprovoke

reflectionandanexplorationofpossibilitiesasweenvisionanew

spacethatwillbringKellogg’stremendouslegacytolife,aswell

asouraspirationsforwhatKelloggcanbecomeinournextera.

Thisbookisdesignedtotakeyouonajourneythroughaseries

ofconcepts,eachofwhichdescribestheschoolweaspireto

become,whileremainingrootedinthehistoryandessenceof

Kellogg.Wehopethattheideasandthought-startersinthisbook

willengageyourimagination,andfuelyourambitionforwhat

wecanbuildtogether.

Sincerely,

SallyBlount‘92

LETTER FROM DEAN BLOUNT Introduction 5

AuthenticLearningCommunity 8

Curiosity&Conviction 16

Leaders 32

GlobalAgility 40

BreakthroughIdeas 48

Pride&LifelongConnection 56

Conclusion 64

5

“People often assume other people create the future—you create the future.”

—KelloggAlumna

7KELLOGGSCHOOLOFMANAGEMENT6

Thisconceptbookrepresentsonepointof

inflectionintheconversationsthroughwhich

Kelloggwillshapeitsfuturehome.

Thebookreacheswithinthecommunityandout

intotheworld,tobegintoanswerthequestion:

“WheredoesthesoulofKelloggaspiretolive?”

Manydialogueswillbuildonthosethatinformed

thiswork.Thenewspacewilltakeforminaway

thatembodiesthebestofwhatKellogghasbeen

throughoutitshistory,andthathelpsusallto

envisiontheinstitution’spotentialandourown.

Welearnbestwhenwe’refullyengaged,whenwebringourwholeselvestothetable—theachievementsandfailures,thecertainanduncertain,theprivateandthepublic.

Kellogg’sculturethrivesonworkdonetogetherratherthanapart,supportofferedfreelytoclassmatesduringtheprogramandbeyond.Onestepfurtherwouldbetocreateacommunitywherewealwayshaveeachother’sbacks,tellingeachotherthingsnooneelsewill,evenwhenthatmeansbeinghonesttothepointofdiscomfort.

Wehavetheopportunitytobuildonourstrengthsasacommunityandprojectthosestrengthsforwardintoafutureenvironmentforlearningthatisbeginningtoemergetoday.

9

AUTHENTIC LEARNING COMMUNITY

a

n inna

te love for the world

an appr

ecia

tion

of life and the livin

g w

orl

d.

a love that is to

be

felt universally by all

AUTHENTICLEARNINGCOMMUNITY

11

BIOPHILIABiophiliameans“loveoflifeorlivingsystems.”Thewordexpressesthebondbetweenhumansandtheecosystemsinwhichwetakepart.Itaffirmsthewaywearedrawntoallthatisvital,howweseekconnectiontolife.InGoogle’smaincampus,anindoorgreenwallplaysaroletocalmandgroundthepeoplewhowalkbyitorstareintoitstangles.Ithelpsthecampusbreathe.

PRIVATESELF

HUMILITY

PUBLICSELF

ImagIne Kellogg as a place where you can brIng your whole self: where you share your InsecurItIes along wIth your aspIratIons; share your questIons alongsIde your answers; share your past and present as you maKe space for your future.

WHOLE SELF

a

n inna

te love for the world

an appr

ecia

tion

of life and the livin

g w

orl

d.

a love that is to

be

felt universally by all


14

BIOPHILIABiophiliameans“loveoflifeorlivingsystems.”Thewordexpressesthebondbetweenhumansandtheecosystemsinwhichwetakepart.Itaffirmsthewaywearedrawntoallthatisvital,howweseekconnectiontolife.InGoogle’smaincampus,anindoorgreenwallplaysaroletocalmandgroundthepeoplewhowalkbyitorstareintoitstangles.Ithelpsthecampusbreathe.

WHOLE SELF

MINDSWARMSMindswarmsisastart-upthatprovidescompanieswithdirectconsumerinsightsviawebcam.Theircommitmenttoauthenticityintheircustomerinteractionsismirroredthroughouttheiroffice:Childhoodphotosofeachemployeegreetyouasyouenter,playfulpeer-nominatedawardsaredisplayedproudly(callingoutpastachievementsasfrequentlyastheypokefunatindividualquirks),and“quotablemoments”arerecordedonacentralchalkboard.

PRIVATESELF

HUMILITY

PUBLICSELF

16


—MilesWhite,CEOofAbbottLabs,ongivingandreceivingfeedbackinabusinessschoolclassonInterpersonalDynamics

KelloggisknownforthepowerfulsenseofcommunitythatdevelopsamongstudentsduringtheirtimeinEvanston;studentsandalumnidescribetheirpeersasgenerous,supportive,empathetic,patient.Thisisaplacewherestudentscoachoneanother,helpeachothernavigatedifficultmoments—whetheracademic,personal,orprofessional.WehavetheopportunitytoleveragetheauthenticityandresponsivenessalreadyembeddedinKellogg’sculturetoachievenewlevelsofinterpersonalawareness,transparency,andfeedback.

IN IT TOGETHER

“We’regoingtothrowyouinthisstew,andwhetheryousitnexttoakernelofcornoracarrot,you’renotgoingtoknow.Butoutofthatstew,you’regoingtotakeawayawholelotoflearningandperspectivesthat’sgoingtoscaryou…positivelyandnegatively.Andit’sgoingtoaffectthewayyouinteractwithpeopleoryoursensitivitiesaboutpeopleandyourselfandhowyoucomeoff.Andyou’regoingtogetfeedbackthroughoutyourcareerthatactuallyresonatesbacktothefirsttimesomebodygaveyouthatfeedback,inthatroom.”

KELLOGGSCHOOLOFMANAGEMENT17


Infrastructureinmanydomainsischangingatanacceleratedpace.Weseethisinpower,transport,health.Educationcannotbefarbehind.

Childrentodaygrowupinaconnectedenvironment.Theirlivesintegrateseamlesslywhatwestillexperienceasnew.Thespacesinwhichtheylearnwillneedtoadaptasthewaytheylearnchanges.

Wecannotbecertainaboutthefutureoflearning.Wecancreatediverseandflexiblespacesthatletusmeetthisfutureasitarrives.

THE FUTURE OF LEARNING

1

3

ImagIne If Kellogg’s new buIldIng Incorporated “real optIons”—spaces and desIgn choIces that leave room for contInued evolutIon.

2

4

18

Through studies of leading companies in innovation, Mohanbir Sawhney and Satish Nambisan explore a diverse set of “external innovation partners” that can be leveraged in support of driving creative and innovative ideas. Access to this extended network, or The Global Brain, holds great potential as it provides the ability to surface ideas from across a diverse ranges of industries, geographies, and perspectives. Moreover, new types of innovation intermediaries and technological infrastructure are continually improving the ease and breadth of access.

Organizations must learn to shift their focus from innovation initiatives that rely on internal resources to network-centric innovation, such that they develop “an externally focused approach to innovation that relies on harnessing the resources and capabilities of external networks and communities to amplify or enhance innovation reach, innovation speed, and the quality of innovation outcomes.”

CONCEPT

SOURCE

MOHANBIR SAWHNEYMcCormick Tribune Professor of Technology at Kellogg School of Management at Northwestern University

SATISH NAMBISANProfessor of Technology Management & Strategy at the Lally School of Management at Rensselaer Polytechnic Institute

IMAGINE A SPACE THAT SEAMLESSLY CONNECTS ANd fACILITATES THE ExCHANGE Of IdEAS ACROSS fACULTY, STUdENTS, ExTERNAL THOUGHT LEAdERS, ANd PRACTITIONERS.

1The Global Brain

— Satish Nambisan and Mohanbir Sawhney; The Global Brain, 2008

Fromanearlyage,playisafundamentalpartofhowweexploreourworld,developcuriosity,experiment,andlearnfromfailure.

Aswegrowolder,toooftenfearoffailurepreventsusfromactingonourcuriosity.Yet,wecanchallengeourselvestostepbeyondthisfear,overcomeinhibitionsandembracerisksinpursuitofself-discovery.

Bravelyreflectingontheriskswetakeandthefailuresweencounterleadsustotheedgeofourselves—withheightenedself-awarenesscomesasenseofpurpose,ofwhoandwhyweareintheworld.

Whenwehavepurpose,wefindthecouragetoactonourconvictions—toleadourselvesintoourlives.

20

CURIOSITY & CONVICTION

PLAY

TAKING RISKSREFLECTION

COURAGE

LOSING INHIBITIONS PURPOSE

McCORMICKTRIBUNECENTERThewallsattheMcCormickTribuneCenterarepatternedwithamosaicoftinyfiguresthatadduptotheimagesofhumanfaces.Theirpresenceremindsustoseethemany,small,humandetailsbehindeachpersoninourcommunity;andtoregardeveryonewithasenseofwonderandasenseofplay.

ourcognitiveandemotionalpredispositions,evokingaframeofmind

inwhichweexplore,experiment,collaborate,rethink

andfindourwaytoplacesworthfinding&placesworthdwelling.

Curiositybeginswhenoursenseofplayawakens.Playdrivesnewbehaviorsbyaltering

PLAY

22

CURIOSITY&CONVICTION

“Players’experiencesingamesgivethemintuitions,models,andideasabouthowtheworldworks.Often,theseareexperiencestheycannothaveinothercircumstances.Whereelsecananordinarypersonleadacountrytogreatness,orlayouttheplanofacityforthemselves?”

—JessicaHammer&JohnBlackGamesand(preparationforfuture)learningEducationalTechnology,2009



SAFE SPACE FOR EXPLORATION

ImagIne a space that becKons us to try thIngs that mIght faIl; that opens us up to experIment, alter, and learn from where we mIss our marK.

PROSPECT&REFUGETheabilitytosee(prospect)butnotbeseen(refuge)isbasictomanybiologicalneeds.Theabilitytoseewithoutbeingseenincreasesperceivedsafety,whichincreasestheaestheticpleasureexperiencedintheenvironment.Peoplepreferedges—ratherthanthemiddleofspaces—spaceswithceilingsorcoversoverhead,spacesthatprovideunobstructedviewswhilestillofferingasenseofsafetyandconcealment.

JayAppleton,Theoryof“Prospect&Refuge”


ImagIne a space that Is excessIvely publIc. ImagIne the Ideas that open up In It.

ArchitecturestudentsatCrownHall,IITworkinanopenenvironmentwheretheirworkisfullyaccessibletopublicreview.Insteadofformalclassrooms,modularpartitionsseparatethefirst-andsecond-yearstudentstudios.Theopen,sharedspaceinvitessecondyearstoreturntotheirformerworkspaces,mentoringfirstyearstudentsandengagingwiththeprojectsthatareondisplay.


LOSINGINHIBITIONS

“Learningalanguageishardifyou’resomewhatinhibitedlikeIam,andalotofpeopleare.SoItookaYPOclasswithJohnRassiasofDartmouth…whenyouwentinhisclass,hespentthefirstcoupleofdaysworkingonbreakingdownyourinhibitions.Hewouldtellthestoryaboutwhenyou’rebornasalittlebaby;youscream,youshout,youpee,youeat.You’retotallyuninhibitedandfree,right?

Yougetalittleolder,you’retaughtwhattodoandwhatnottodo,andlayersofclayareputonyou.Thenyougotokindergartenandtheteacherstellyouwhattodoandwhatnottodo,anotherlayerofclay.Yougotochurchortemple,whatever,anotherlayerofclay.TheTenCommandmentsdon’ttellyouwhattodo,theyonlytellyouwhatnottodo.Andconsequentlywegetalltheselayersputonus.

Nowyou’recakedwithalltheselayerswhichareyourinhibitions…andthenJohnRassiaswouldsay,

“Lookatthisclay”,andhe’dhavethisGreekhead,sittingonapedestal…Thenhe’dtakehishammerandhe’dsmash,crackopenthehead,whichhehadfilledwithsomethingtolooklikeahumanbrain.Whenhecrackeditopen…youwerejustastounded.

Attheendofthetendays,aguylikeme,whohatedlanguagesinhighschoolandwenttoWhartoninsteadofHarvardbecauseHarvardrequiredalanguageandWhartondidn’t,wasabletogiveaspeechinFrench.IattributemysuccessinspeakingaforeignlanguagetoJohnRassiasbreakingdownmyinhibitions.”

GordonSegal‘60,FounderofCrate&Barrel,describingJohnRassias(developeroftheRassiasMethodforintensivelanguagelearning)

REFLECTION



“Followeffectiveactionwithquietreflection.Fromthequietreflectionwillcomeevenmoreeffectiveaction.”

—PeterDrucker

“InAnishKapoor’salreadybelovedoutdoorsculpture,youarequicklytemptedtopayattentiontoyourownreflectionasyouapproachit,onceyouhavenotedhowgorgeouslyitcapturestheskylineandthesky.Howeverbeautifulthepieceis,itisalsoaplaything:peoplewave,tomakesuretheyareidentifyingthemselves;othersleanintotheirreflectionsandmugtothemselves;somelaughatthefun-housemirrordistractions,astheybecomeaselongatedasaModigliani,asroundedasaBotero.Alsodistorted,butretainingitsuniquecontour,isthefamousskylineofChicago,limningthesilversurface.One’sownbody,one’sownpositioninspace,one’sownrelationshiptoChicagoandtheskyisreframedintheloveliestofmirrors.”

—SchuylerW.Henderson

30


ImagIne Kellogg maKIng room for solItude and quIet reflectIon — In prIvate and In publIc; together and apart.

31 KELLOGGSCHOOLOFMANAGEMENT 32


WHY DO YOUDO WHAT YOU DO?

PERSONALCALLINGTheHub,asharedworkspaceinSanFranciscoforsocialentrepreneurs,radiatespalpableenergyfromthemomentonewalksinthedoor.Itbuzzeswiththeurgencyofpeoplewhoknowintheirbonesthatactionmatters.

JoncametoTheHubtolaunchhissustainabilityservicescompany,Zumer.Whilethere,hemetanumberofpeoplewhohelpedhimtobuildandlaunchhisbusiness…Rebeccabecamehissoundingboardoverfrequentmeals,BjorndesignedZumer’sreports,Stanleydevelopedthewebsite,EcoVCdistributedZumerresearch,and3PpartneredwithJontopresentataconferencethatledtotwoclientcontracts.


Thebestconductorsweavetogetherexpressionandexactitudefromeveryseatintheorchestratomakeaunique,coherentrealizationofthemusic.Theyconductfromconvictionabouthowapieceshouldbeplayed,buttheylistenevenmoreintenselythantheydirect.Eachmemberoftheorchestraisamongthedeepestexpertsinhisorherfield.Theconductoristhecourageouslistenerwhointegratestheirlives’work,andfindsthewaytomakethesymphonywhole.


WE HAVE THE OPPORTUNITY TODEVELOP COURAGEOUS LEADERS...

...AND TO BE A COURAGEOUS PLACE.

THEGATESFOUNDATIONTheboldnesstotakeontheworld’smost

pressingproblemsisreflectedintheiconicandcourageous“openarms”designof

theirnewcampus.

LOUVREPYRAMIDSTheincongruityoftheLouvrePyramidsagainstthemuseum’shistoricfaçadeinvigoratesandintegratesthemuseumwiththefabricofthecity.

GARYCOMERYOUTHCENTERThevibrantfaçadeand80-foottoweroftheGaryComerYouthCenterstandasabeaconofhope,evenasthecenter’sstructureprimarilymustshelteritsoccupantsfromtheviolenceandurbandecayofthesurroundingsouthChicagoneighborhood.

Kelloggdiscovers,nurtures,andproducesleaderswithspecialpowers.

Uniqueamongtheirpeersfromotherinstitutions,Kellogg’sunderstated“superheroleaders”usetheirintellectualandinterpersonalagilitytosurmountchallengesandacceleratethepotentialofindividualsandorganizations.

Assystemsthinkers,Kelloggleaderswalkintoanorganization,assessthesituation,andquicklyunderstandwhereandhowtoaddvalue.

Kelloggleadersareconveners,transformingtheirorganizationsintothestagesuponwhichsomeofthemostimportantconversationsofourdayoccur.

36

LEADERS WHO INTEGRATE, ADAPT AND TRANSFORM

the integrator fuses together people, ideas and capabilities to create the new superpowers he needs.

38

LEADERS

he can sense strengths and weaknesses, and intuitively understands the leadership style that best f its each individual - enabling him to assemble the optimal group to tackle each mission.

he detects and amplif ies the powers of others. his x-ray vision allows him to see the formal and informal linkages among members of any organization.

the integrator f inds casual ways to connect with colleagues and understand their goals and what motivates them.

the integrator’s eq-iq balance is perfectly optimized. he can see the right strategy and in the same instant know what will motivate people to execute.

the adaptor can modify her style to f it any situation. her f lexibility is matched only by the f irmness of her principles.

40

At IDEO’s San Francisco office, team rooms are highly adaptable and can be modified in a number of ways to accommodate different types of teams. Movable furniture allows for desks to be reconfigured; large boards to pin up brainstorm ideas can be removed from the room to “reset” it; and movable walls enable flexibility of room sizes.

LEADERS

the adaptor is able to transform instantly from team leader to team member…and back!

she can make any room she steps into the perfect setting for collaboration.

her super radar homes in on the most effective team structure and norms for any situation.

The Marines have an “approach to teaming unlike any other organization in the world,” according to organizational teaming expert, Jon Katzenbach. The key is understanding when and how to team. The Marines recognize different forms of teaming styles, such as command-and-control versus real teaming, acknowledging that certain situations require a single decision-maker, while others benefit from shared leadership. For example, in the Marines fireteam, no one knows who will have the high ground in a combat situation, so everyone is trained to lead, allowing for tactical flexibility in any situation. Marines are trained not just on these different kinds of teams, but on how to use the right team at the right time.

[extra] ordinary man draws on his front-line powers to make tough decisions and move everyone forward with renewed commitment to their shared purpose.

42

LEADERS

the office ofeditor-in-chief

bill keller

always reachable, his reverse–transporter power enables anyone to access him and ensures he is attuned to the front-line.

The typical Starbucks barista station is replicated throughout the Starbucks corporate headquarters. Senior executives not only spend a week prior to their first day on the job working as baristas, but they are reminded of their front-line partners every time they prepare a beverage for themselves during a busy day at the office.

the office ofmayor bloomberg

[extra] ordinary man is able to do anything he asks anyone else to do. he can make any person understand what is important and meaningful in any task.

Whatdistinguishesthemosteffectiveglobal

leadersisnotawherebutahow.

Ourpeopletakestrengthfrombeinggrounded

inwhoandwheretheyare,anddemonstrate

theintellectandempathythatenablesthemto

thriveinnewcontextsanddiscovernewfacets

ofthemselves.

Kelloggdevelopsleaderswithglobalagility—

theycanneverknowalltherules,buttheycan

listen,pivot,adapt—andfindawaytogetthe

importantthingsdoneanywhere.

Ourgraduatesareleadersasadeptatnavigating

contextastheyareatmanagingcontent.

44

GLOBAL AGILITY


CISCOAtCisco’sheadquarters,theirtelepresencetechnologyisusedtoconductvirtualmeetingswithteammembersaroundtheworld.Thetechnologyusedisthemostadvancedatsimulatingin-personinteractionsandiscontinuouslybeingimprovedtobemorelife-like.Withsuchtechnology,Kelloggcouldbuildatrulyglobalclassroomexperiencethatenablesstudentsandfacultyaroundtheworldtoengageinsubstantialdiscussions,learningandinnovatingtogether.

GLOBALAGILITY

Kellogghasalreadygoneglobal—diversefacultyandstudentbodies,courseofferings,GlobalImmersioninManagementtrips.Eventsoncampuscelebrateourdiversitythroughfoodanddance.TheseactivitiesbuildKellogg’sglobalnetworkandreachbydeepeningcross-culturalrelationshipsandteachingushoworganizationsworkoutsideourownborders.

Thenewspacecanbuildonthesestrengthsbytighteningthecross-culturalbondsinourcommunity.Imaginelanguagelunchtablesthatbringtogetherthosestudyingforeignlanguageswithnativespeakers,virtualclassroomsforKelloggstudentstotakeclassesatpeerschoolsaroundtheworld,andspacesforvisitingfacultyfromotherregionstoconductresearchandengagetheKelloggcommunityinanexchangeofideasandperspectives.

AT KELLOGG, WE OPEN OURSELVES TO THE WORLD...

...AND HAVE IMMENSE OPPORTUNITY TO EXPAND OUR NETWORKS GLOBALLY.

CourtesyofCiscoSystems,Inc.

GLOBALAGILITY

ImagIne If Kellogg’s space evoKes the dIscomfort and dIsorIentatIon of operatIng In a new cultural envIronment and If all Kellogg graduates learn to taKe thIs dIscomfort as a cue to reach Into themselves to lead In a new way.

WhenaVP’sglobalteamatSamsungisunabletoexecuteonplan,hefirstquestionsthecontextofhiscommunication.Hissuccessstemsfromhiswillingnesstolisten,reflect,experiment,andrapidlyadapttonewwaysofoperating.

AnemployeeatCitibankobjectivelydescribeshisstyleofcommunicationtohisglobalteamwithahighdegreeofself-awareness.Understandinghisaudience,headaptshislanguageandtone.

AmericanExpressCEOKenChenaultfocusesonthecommonalitiesacrosshisglobalfront-lineworkforce.Hispassionaboutservicetranscendsindividualmarketsandperspectives,unitingthecompanybehindasinglepurpose.

Ultimately,globalagilitydependsuponthecharacteristicsandskillsoftheindividual.Agilegloballeadershaveafinelytunedsenseofwhataboutthemselvestheyshouldholdconstant,andwhattheymodifytofiteachnewsituation.Theseleadersdemonstrateself-awareness,empathy,andadaptability—theseareareaswhereKellogg’suniquelygroundedanddiversecommunityhasanopportunitytodifferentiateitself.


GLOBALAGILITY

KNOWING WHO WE ARE AS WE ENGAGE THE WORLD

FROM A CITY ON THE GLOBAL STAGE

KellogghasanopportunitytobecometheplacewhereconversationsaboutChicago’sroleontheglobalstageareheldandtostandattheforefrontofthismovement.Kellogg’snewbuildingcanbeoneofthesymbols—alongsidetheArtInstitute,theChicagoBoardOptionsExchange,MillenniumParkandmanyothers—ofthewaythatChicagomattersintheworld.

KelloggisfirmlyrootedinAmericanhistoryandsensibilities.Thisconnectionensuresweremaingroundedinasenseofcommunityandplace,evenaswebecomeincreasinglyglobal.

Breakthroughideasintertwinethelife’sworkofdiverse,talentedfacultyintomovementsthatchangethewaybusinesshappens.

Kellogginspirestheintensityoffocus—aloneandtogether—thatgivesthebestideastheirboldness,theirrigor,theirdepth.

Kelloggbringstogethertheintellectualcommunitiesthat,overthespanofmanyyears,createanewlensthroughwhichindividualsandorganizationsseetheworld.

Kelloggdrawsinleaders,thinkers,innovators,seekers—aflowofdialoguesthatenrichourideas,givethemnewform&application,andhelptocreatethebroaderdiscourseofourtime.

52

BREAKTHROUGH IDEAS


BREAKTHROUGHIDEAS

we revel In the raw materIal of one another’s thInKIng. Ideas soarIng and stIll fraIl, full of the promIse of becomIng.

MITMEDIALABAtMIT’sMediaLab,screensface

outwards.Wordspulseoutintosharedspace,smallfragmentsofafuturethateveryoneinthecommunityendeavorstodiscoverandacceleratetogether.

IDEOLikeadvertisementsfor

partly-discoveredlands,bannerscreatedbyIDEO’s

peoplecaptureafewparagraphs,sketchesor

imagesabouttheirhalf-bakedideas.Walkingthelengthof

thehallwaycoveredbythesebanners,onebrowsesthe

collectivemind,andisremindedofthepermissiontoengagein

somethingnew.


WE CREATE SPACE FOR THE WAYS IDEAS TAKE SHAPE IN TIME.

BREAKTHROUGHIDEAS

GOOGLEConvenientnooksinhallways,

wherepeoplepauseandcometogetherinthemomenttosketchouttheirsharedthoughts,toargue,toask“coulditreallyworkthatway?”

THEGATESFOUNDATION

AttheGatesFoundation’snewcampus,intenselyfocused

communitiesareclusteredtogether—pushingonwards

togetherforaslongasittakestoeliminatemalaria,alleviateurban

poverty,generateanadvanceineducationworthyofourtime.

JOBYJunkorgenius?HiddenwithinJoby’spolishedofficeaesthetic,aspacelovinglyreferredtoas“theshop”ispiledhighwithclutter,dismantledparts,andhalf-completedexperiments.Atthesedesks,ideasgaincredence.


BREAKTHROUGHIDEAS

people come together by purpose and by chance. momentum gathers. we learn the power of our own Ideas as we see the lIfe they taKe on In others.

Facultyhavealongitudinaladvantage.Theyworkthelongcyclesofbringingwaysofthinkingintotheworld.Studentshavetheadvantageofurgency;theirambitionsevolvemoreandcatchfaster.Theybirthnewenterprise.

SLIDE@ GOOGLESlideismessy,unorthodox,ayouthfulstart-up

nestedwithinGoogle’sestablisheddepartments.Theyrebelagainsttheir“bureaucratic”parent,

challengingnormsandsharpeningthinking.TBWA\CHIAT\DAYRegularlyvacantandunassuming,atkeymoments,“DisruptionRooms”atTBWA\Chiat\Dayburstintoactivity.

Executivesandexperts,analystsanddesigners.50perspectives

deliberatetowardonesharedsolution.

NEWYORKTIMESGreentextflashesacrosssmall

screensthroughouttheNewYorkTimeslobby.Stories,headlines,

bylines,andcaptionsacrosspagesandtimeconvenetogetherupona

singledigitalcanvas.

Pridewithoutarrogance.

Wecelebrateeachother’ssuccesses—recognizingthatasacommunity,thewholeofourachievementsaregreaterthanthesumofourindividualefforts.

WeareconnectedbyKellogg’sinstitutionallegacy,butmostprofoundlylinkedthroughthepersonalrelationshipswebuildandourmutualrespectforoneanother.

Past,present,andfuturecometogetheratKellogg,weavingdiverseaspirations,experiences,andaccomplishmentsofacommunitythroughasinglesharedspace.

60

PRIDE & LIFELONG CONNECTION


PRIDE WITHOUT ARROGANCE

PRIDE&LIFELONGCONNECTION

ImagIne a space balancIng prIde and groundedness, achIevIng monumentalIty, yet stIll humble In the way It folds Into Its larger communIty.

ImagIne what the “fourth wall” of Kellogg’s new buIldIng could be — chIcago, the laKe, or the unIversIty.

PRIDE IN SOMETHING GREATER

THEPITTSBURGHSTEELERSTheidentityofthePittsburghSteelersispermanentlyfusedwiththehistoryandpersonalityofthecityitrepresents,suchthat“downthroughtheirhistory,ownership,players,coaches,stadiumandstylematchthehard-nosedworkethicoftheircity.”(LenPerna)

41COOPERSQUAREWithitsirregular,dramaticdesign,41CooperSquareboldlyproclaimsitsidentitywithinthehistoricsquare.However,theconcaveformopensoutwardly,acknowledgingandparticipatinginaconversationwiththechangingneighborhoodaroundit.

64

ImagIne a space that brIngs the achIevements of prIor generatIons Into the present lIfe of the Kellogg communIty, and helps people see theIr daIly lIfe In the lIght of what has come before.

Legacy at the New YorkTimes is honored through museum-like displays of

artifacts, Pulitzers, and framed portraits. The past is woven into the present. Print and digital displays broadcast a continuous stream of content from the latest daily publication, celebrating everyday efforts of the core staff in shaping the identity and mission of the institution.

Above: Pulitzer prizes are proudly displayed on the executive floor of the New York Times building, serving as a continual reminder of the paper’s impact and excellence throughout history. Opposite Page: The translucent ceramic façade boldly proclaims the paper’s identity and connects the continuous activity within to the frenetic backdrop of Times Square.




SPERTUSINSTITUTEOFJEWISHSTUDIESAninteractivemapofChicagoattheSpertusInstituteofJewishStudiesinvitesvisitorstodocumentapersonalstoryandintegratetheirownexperiencesintotheexhibit.

GARYCOMERYOUTHCENTERThenameofeachstudentwhohasgraduatedfromtheGaryComerYouthCenteriscarvedontothepedestalofasculptureofahandpointingupwards,effectivelyleavingapersonalmarkattheCenter.

ImagIne a publIc place where students lIterally leave a personal marK — standIng as a testament to theIr lIfelong connectIon wIth Kellogg.

WehavetheopportunitytoestablishafoundationforKellogg,atouchstoneforlifelongconnectiontotheinstitutionandamongourcommunity.

68

Wehavetheopportunitytocreateaspacethatisgroundedinitstimeandplace,yetflowsintothefuturewewillhelptoshape.

Wehavetheopportunitytobuildaglobalstage,uponwhichpeoplefromeverywherecometogethertoseekbreakthroughideasandfindabasisforsharedaction.

Wehavetheopportunitytobuildanewexperienceofbusinesseducation—auniqueenvironmentforlearningandfordoing.

Wehavetheopportunitytomakethisaplacewhereleaderscomeandgaininsights,visionandcouragetomakeadifferenceintheworld.


ENVISION EMBODYWheredoesthesoulofKelloggaspiretolive? Howdowebringouraspirationsintotheworldandgivethemform?

new buIldIng sIte

72

Ourgratitudetothemany

individuals,companies,and

institutionsthatsupported

thiseffort:

NorthwesternUniversityand

KelloggSchoolofManagement

+RoxanneHori

+JamieJones’09

+DavidKeown

+FranLangewisch’95

+DanLinzer

+RobertMagee

+ZachMcHenry

+KeithMurnighan

+SergioRebelo

+JanetSanders

+PaolaSapienza

+MortonSchapiro

+WalterScott,B.S.’53

+JeroenSwinkels

+RobertWolcott,Ph.D.’01

+FlorianZettelmeyer

+KSA&StudentFocusGroups

+MarCommFocusGroup

AlumniandAdvisors

+NishiBadhwar

+ForrestBaringer-Jones

+CarolBernick

+MattBlanchard’10

+KayneBurke

+RayCourtney

+JonGodsall

+JerryKenney’67

+ElizabethLaughlin’04

+MattFeldman’86

+JonHuang

+PatriceMartin

+TimothyNichols

+KarinO’Connor’89

+BillOsborn’73

+LynnPerkins

+JeremiahRobison

+CarlSchiebler

+GordonSegal’60

+WesSelke

+MichaelShannon’83

+SanjayShroff’85

+AdamUsdan’87

+MilesWhite

CompaniesandInstitutions

+ChicagoTribuneBuilding

+CiscoEmerging

TechnologiesIncubator

+GaryComerYouthCenter

+TheGatesFoundation

+GoogleHeadquarters

+HermanMiller

+TheHub

+IDEO

+IllinoisInstituteofTechnology

CrownHallandtheMcCormick

TribuneCampusCenter

+Jawbone

+Joby

+MindSwarms

+NewYorkCityHall

+TheNewYorkPhilharmonic

+TheNewYorkTimes

+Samsung

+SlideatGoogle

+SpertusInstituteof

JewishStudies

+TBWA\Chiat\Day

+TeachersCollege,Columbia-

GamesResearchLab

ExternalThoughtLeaders

+SunnyBates

+JohnSeelyBrown

+DanCherian

+Mariano-FlorentinoCuellar

+SheilaDanko

+JessicaHammer

+PhilHettema

+ToddHuston

+JonKatzenbach

+RogerMartin

+RogerNierenberg

+JoelPodolny

+JohnRassias

+MichaelSimonetti

+TomStewart

+TeddyZmrhal

PhotoCredits

+SeanAirhart

+DaveBurke

+CiscoSystems,Inc.

+DonDeBold

+TonyDeifell

+JessicaHuang

+MackScoginMerrill

ElamArchitects

+JacobMorrison

+HeatherNichols

+SageRoss

+AndyRyan

+JasonSchmidt

+TomSteinert-Threlkeld

+Wdydwyd.com

Thecreationofthisbookreliedonthesharedeffortsofawide

rangeofKelloggfaculty,alumni,students,andadministrators,in

conjunctionwiththegenerousinputfrommanyexternalexperts

andhostsatvariouscompaniesandinstitutions.

ThroughextensivedialogueswiththeKelloggcommunity,

wewereimmersedinarichunderstandingofthe“essence”

andvisionforKellogg’sfuture.Welearnedaboutwhatmakes

Kellogg’speopleandprogramsdistinctive.Rootedinthese

insights,weventuredintotheworld.Weengagedleading

thinkersandobservedplacesthatwebelievedmighteachhave

somesparkoftheessenceofKellogg’sfuturehome.

Wearegratefulfortheopportunitytohavetakenpartinthis

importantdialogueandforthemanythought-provoking

conversationsalongtheway.Webelievethisnewbuildingcan

beatransformationalforceinKellogg’scontinuingevolution.

Booz&Company

NikoCanner

JessicaHuang

SurbhiMartin’10

KatePrice

KelloggStudentTeam

AniruddhaChatterjee’12

RahimDaya’12

DanielleDyBuncio’12

ACKNOWLEDGEMENTS MANY THANKS

“The best way to predict the future is to invent it.”

—AlanKay

CriticalsupportandguidancewasprovidedbyourWorkingTeam

(MargaretDouglas’95,JenniferDobby,andLeannPaul)andSteering

Committee(SallyBlount,Ph.D.’92,DavidAusten-Smith,CaroleCahill,

DennisHareza,RobertKorajczyk,andJamieRosman).

N O R T H W E S T E R N U N I V E R S I T Y

“Shouldfeellikeahome10yearsfromnow.”

“Aplacewherewetranslateresearchintostart-upsthatcreatejobsandengagethecommunity.”

Weshouldn’tlosetheessenceofKellogg.”

“Recruitingfacilities

shouldprovidespaceforform

alandinformal

receptions.”

“Officesizeshould

notbeasignalofanything

“Focusonhuman

interactionsandtheabilitytow

orkeffectivelyw

ithotherpeople.”

“Itneedstostirtheheart.”

“Aspaceformorecollaborationamongfacultyandtofosterco-authorship.”

“Builditforalloftheactivitiesthatcouldtakeplaceinaday.”

“Kel

logg

sho

uld

be

mor

ein

tegr

ated

into

N

orth

wes

tern

Uni

vers

ity.

”

“ThebuildingshouldtellthebrandstoryofKellogg—itshouldmatchitperfectly.”

“ThespaceshouldreflectKellogg’stop-tierstatustoprospectivestudents,butremainwarmforcurrentstudents.”

“ThenewspaceshouldnotreplaceKellogg’sculture,butratheraccompanyit.”

“Morecross-fertilizationwithalumnitoexchangeideas.”

“Thespaceshouldforcecontactandbreedconnectivityandfam

iliarity

Kellogg MBA

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